Blog · Wallet share and penetration · Financial services
How a bank, insurer, payments or fintech firm selling to businesses joins its product ledgers on the customer identifier to see product depth per customer against the segment norm, segment movement by product, team coverage, and a roll-up that ties to the ledger.
A bank has a dashboard per product and nobody has the customer. Payments, lending, FX and cards each report their own book, and a business customer holding two of four products appears as a satisfied customer in two systems and does not appear at all in the other two. This guide sets out the join that gives one view per customer and the roll-up that reconciles it to the ledger.
Per customer:
Product depth = products held ÷ products in the norm for the customer's size and segment Gap value = Σ (missing products × the firm's margin on the product for that band)
Per segment and product, month on month:
Movement = new + expanded − contracted − lost
Per relationship team:
Coverage = accounts with a logged contact in the window ÷ accounts assigned
Customer identifiers only.
Every ledger has its own customer code. The mapping table from each code to the master identifier is maintained once and reused, and the report shows unmapped revenue per ledger as its own line. Until that line is small, the depth measure undercounts.
Σ ledgers = Σ segments = Σ teams = Σ customers = Σ products
The by-product equality is trivially true per ledger and catches a customer mapped to two identifiers when summed across them.
Mid-market segment, norm of payments, lending, FX and cards. One customer.
| Product | Held | Revenue | In norm | Gap at margin |
|---|---|---|---|---|
| Payments | Yes | $94,000 | Yes | |
| Lending | Yes | $61,000 | Yes | |
| FX | No | Yes | $22,000 | |
| Cards | No | Yes | $15,000 | |
| Insurance | No | No |
Depth two of four, $37,000 of valued gap. Segment movement for the quarter shows payments growing on new logos and FX growing on depth, which tells the FX team that this customer is exactly the kind of account their growth is coming from. The relationship team's list opens here.
Mapping incomplete. Ten percent of payments revenue unmapped means ten percent of customers invisible to the depth measure. The unmapped line stays on the report until it is fixed.
Norms across segments. A sole trader measured against a mid-market norm has gaps it will never fill. Norm per band, always.
Movement without a definition. "Expanded" needs a rule: revenue up more than a threshold with the same products, or a new product added. Write it down and apply it everywhere.
Group structures. A parent and subsidiaries each with partial products. Roll up to the entity the relationship is managed at.
Mapped once, the ledger exports and the CRM produce depth per customer, movement per segment and coverage per team every month, reconciled to the sum of the ledgers. Covirage builds this from the exports as they are, customer identifiers only, inside the firm's tenant on an enterprise deployment. The financial services page describes the setup.
On the customer identifier, through a mapping table from each product ledger's customer code to one master identifier. The mapping is the work. The report counts revenue rows whose customer did not map, because those are customers no list can reach.
Revenue by product and segment, month on month, split into new customers, expanded customers, contracted and lost. It says whether a segment grew on logos or on depth, which the total hides.
Yes. Customer identifiers only, and on an enterprise deployment the whole roll-up runs in a separate tenant.